For a commercial baking company, “risk” is a vital word in the lexicon. However, it can have different connotations depending on the context because a commercial bakery often operates with two distinct settings: corporate and manufacturing.
On one hand, risk-taking in a corporate culture is not only accepted but also often encouraged; on the other hand, it’s seen in opposition to the rigidity of manufacturing. “That makes it tricky for plant leaders to be communicative and seen as connected,” said Robyn Clark, founder and CEO of WinningWise, a Chicago-based leadership consulting firm. “If they’re looking at a career trajectory, they’re wanting to build business relationships but also have their head in the manufacturing game.”
It’s important for senior leadership to identify and embrace their site leadership to offer guidance and training. Ultimately this can create empathy and understanding from both sides, where, regardless of the preferred method or style of communication, change is often the centrifuge.
In the plant, that change revolves around continuous improvement; in the office, it’s all about transformation. In either case, communication must always focus on the what and the why.
“This has to happen on both sides of the house,” Clark said. “Whether you’re a leader in the corporate world or manufacturing, you still have to provide direction to say, ‘Here’s what we’re trying to do, and this is why we’re going to do it.’ While it’s typically more granular on the manufacturing side, it’s more focused on the big picture in corporate.”
The test becomes discovering how different cultures can digest the other side’s distinct communication method, and that means leaders on both sides have their work cut out for them.
After all, growth, by definition, requires change.
The test becomes discovering how different cultures can digest the other side’s distinct communication method, and that means leaders on both sides have their work cut out for them.
“It’s challenging to have one cultural vision that’s applicable to both groups,” Clark said. It takes effort and an ability to identify crossover leaders not only in the plant but also in departments such as sales, marketing and R&D.
It’s often a misnomer to think that a high-level corporate position automatically equates to innate leadership skills. Clark suggested that being a successful leader in either camp requires understanding and executing those leadership behaviors including caring, courage and communication.
“And then execution matters,” she said. “You’ve got to make sure you have the right people in the right roles and that their development stays true on both sides.”
To do that, engagement is key, and that was never more apparent than in 2020.
During not only the pandemic but also the civil unrest that illuminated issues of diversity and inclusion, leaders everywhere have recognized the need to truly see and engage with employees. “Whole people come to work,” Clark said. “Acknowledging that is a good thing.”
Nothing sheds light on leadership engagement more effectively than a crisis, and now is the time when leaders must bring the human element into their work.
That said, 2021 opened with the greatest of hope for a return to something that looks like normal. And while it will be a long time coming before life — and work — gain post-pandemic status, expectations remain high for food manufacturing employees to show up — and perform — according to Clark.
For leaders, those expectations go beyond the job; they’re expected to take on the big problems and create solutions to push their company forward. “Performance is important, but engagement is a choice,” Clark said. “Organizations have to be interested in growing their leaders and developing them for future success.”
